The red zone identifies behaviours that limit leadership effectiveness, often rooted in past stress and operating unconsciously. We measure the red zone because we cannot outgrow it unless we know it and can describe it. The 3 core red zone areas closely resemble the 3 biological stress responses of freeze/fawn, fight and flight.

Approval
We all want to belong, be seen, appreciated and valued. We want approval. This becomes red zone when we make our self-worth dependent on approval. We can become passive, people pleasing, enabling of other’s bad behaviour or need to be the smartest person in the room.

Autonomy
We all want to have autonomy and do excellent work. This becomes red zone when we lose flexibility, the perspective of others and our humanity. We can be forceful and dominant, treat people like objects, become unreasonably perfectionistic and critical.)

Security
We all want to feel safe and secure. This becomes red zone when we lose touch with the real needs our situation demands. We can be distant instead of open, conservative instead of innovative, defensive instead of curious, indecisive instead of bold and reactive instead of calm.

The Centre Circle assesses self-regulation, or how effectively leaders manage their attention and actions. This core skill enables leaders to recognize and transform Red Zone behaviours into Green Zone actions.

The primary aim of leadership growth is achieving the Triple Goal. Growing the green zone and reducing the red zone is proven to improve the triple goal of:

1. Great Performance: Profitability, efficiency and output.
2. Great Learning: Learning from mistakes, innovating and transforming.
3. Great Workplace: Workplace engagement, inclusion and mental wellbeing.

Research by neuroscientists Joseph LeDoux and Matthew Lieberman explains why we often default to “red zone” habitual behaviours and quick fixes instead of aligning with our “green zone” ideals. LeDoux describes two brain pathways: a fast “low road” from the thalamus to the amygdala, triggering fear, and a slower “high road” involving the prefrontal cortex, which allows more deliberate responses. Lieberman terms these the “X-System” (reflexive) and “C-System” (reflective), with the latter enabling us to grow and make thoughtful choices. While our fast brain, an evolutionary survival tool, generates repetitive and protective thoughts, our slow brain helps us act mindfully, regulating emotions and promoting genuine growth.

All scores are displayed as percentile scores compared to our global norm base; high scores are beyond the 67th percentile; low scores are below the 33rd percentile. Comprised of qualitative and quantitative data on leadership effectiveness, our database of 70 thousand surveys provides invaluable insight into a leader’s strengths and liabilities.